Langara College Workday Implementation Discovery Phase Kickoff · Workday is flexible enough to...
Transcript of Langara College Workday Implementation Discovery Phase Kickoff · Workday is flexible enough to...
Langara College
Workday Implementation
Discovery Phase Kickoff
October 24, 2018
Langara College - Workday Implementation - Discovery Phase KickoffHere is the agenda for our session today
Executive Remarks
Critical Success Factors
Project Overview
Discovery Phase Overview
Vision and Guiding Principles
Project Fundamentals
© Deloitte LLP and affiliated entities.
Executive Remarks
Executive Sponsorship RemarksLangara will modernize our operational processes, while improving student and staff
experience. An ERP is management software that will enable us to review and update our core
business processes, while integrating multiple facets of our business in a single platform.
Workday and Deloitte will be our partners on this important journey. Workday stood out against
alternative product offerings for its intuitive, flexible, and configurable design. Deloitte was chosen
to help us implement Workday partner for their combination of technical acumen and demonstrated
track record of successful Workday implementations.
Through our partnership with Workday and Deloitte, this program creates an opportunity to replace
existing functionality and provides a foundation for future functionality and process
improvements.
We have partnered with Workday and Deloitte to implement our new ERP.
Our Partners
Technology
Partner
Implementation
Partner
Workday, Inc. is a leading provider of cloud
based software solutions. Workday will play
and advisory role in delivery assurance and
product management.
Deloitte is an external professional services firm
experienced in Workday implementation. We
will work together to complete key activities
throughout the implementation.
Workday is highly intuitive, cloud-based solution that enables human resources, financial, and student information
management in one integrated platform.
What is Workday?
Workday is:
Intuitive. Workday’s user-friendly design makes it feel like the websites you’re used to (Facebook,
Netflix, etc.). Users can easily navigate from the moment they log in without extensive training.
Flexible. Workday is flexible enough to manage non-traditional academic periods and teaching
models such as competency-based learning, badging, and prior learning assessments. Courses
created and managed in Workday Student can be a single day, over the weekend, or at a particular
student’s pace, in addition to more traditional term periods.
Configurable. With Workday, you can configure applications to meet your institution’s diverse and
unique needs—now or as changes occur—rather than conform to a limited set of rigid hierarchies
that were designed for or customized to accommodate only traditional education models.
Integrated. The “Power Of One” platform enables core systems to be much more tightly integrated
(HCM, FIN, Student); combining information into one place.
Reduced Manual Effort. Many currently manual processes will be automated. It will
minimize administrative burden for faculty.
How will Workday make life easier?
Self Service. Faculty and staff will have the ability to update or access their
information privately from any computer or mobile device with internet connection
Improved reporting. Data and reporting provided by Workday will give Langara
faculty information they need to make important decisions, all in one place, and
with far greater capabilities than those that currently exist.
© Deloitte LLP and affiliated entities.
Vision and Guiding Principles
ERP Alignment to Langara’s Vision 2020
Organizational
Sustainability
People and Culture
Communities
Relevant, Innovative, and
High-Quality
Programming
Enable a Langara digital experience for efficiency and sustainability by incorporating leading practices to enhance learning, teaching and administration
Vision 2020
• Promote integrated business processes by implementing streamlined and efficient procedures
• Systems will be highly available, hosted in the cloud, reducing the risk of on-site infrastructure and support
• Reduce manual labour and redundant tasks, helping improve staff experience
• Improved integration between systems and improved access to information will allow for more effective communications and
alumni engagement
• Reduction of inaccurate information from duplicate data entry and multiple sources of information will allow Langara to
provide higher quality services to students
• Having access to high quality information will allow Langara to ensure course and program offerings are aligned to industry
practice, offered when required, and are well received by students
• Ability to support future integrations with external programs to support seamless transition between school and work
• Support new and enhanced means of engaging students, providing an integrated approach to digital engagement
• Effective resource allocation, student tracking, and employee performance management will allow Langara to provide
students with a richer and more impactful learning experience
Priorities Alignment
Excellence Collegiality Innovation Integrity
Project Guiding PrinciplesLangara has created guiding principles for the ERP implementation, as well as how Deloitte, Workday
& Langara will work together
Guiding Principles:
Start with the blueprint We will leverage the Workday solution for higher education as the baseline and only deviate where necessary.
Harness the power of Workday
We will use the Workday solution as intended and adopt business practices that align with the solution design.
Commit to timely & effective decisions
We will have clear decision making and accountability (a.k.a. one true owner) for decisions.
Leading practices drivenWe will adopt leading practices (while challenging current practices) learned from other organizations, to promote innovation and ensure standardized processes, while recognizing the need to be agile and continuously improve.
PartnershipLangara, Workday and Deloitte are true partners with integrated governance, working as one team with one shared vision and objectives.
Early Langara ownership We own and take responsibility for decisions (without looking back) and the work necessary to stay on task.
© Deloitte LLP and affiliated entities.
Project Overview
The project is divided into two waves, with the following process categories in scope for Wave 1:
Project Scope – Wave 1: Core HCM & Finance
Wave 1A Wave 1B
• Core HCM
• Recruiting
• Absence Management
• Core Compensation
• Annual Compensation
• Benefits
• Payroll
• Health & Safety (via Integrations)
• Talent & Performance
• Time Tracking
• Financial Accounting
• Procurement
• Supplier Accounts
• Customer Accounts
• Business Assets
• Banking & Settlement
• Endowments
Human Capital Management Financial Management
• Financial Planning
Financial Management
The following process categories are in scope for Wave 2:
Project Scope – Wave 2: Student
Wave 2A Wave 2C
• Academic Foundation
• Admissions
• Curriculum Management
• Student Records
• Financial Aid
• Student Finance
Student Student
• Historical Student Data
Conversions
Student
Wave 2B
Proposed Project TimelineHR and enabling technologies are evolving to drive High Impact HR.
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Project Kick-off
Discovery
Wave 1A – HCM & FINANCE
Wave 1B - Finance
Wave 2A – STUDENT – Academic Foundations, Admissions, Curriculum Management
Wave 2B – STUDENT – Student Records & Advising, Financial Aid and Student Finance
Wave 2C – STUDENT – Historical Student Data Conversions
Workday Release
Go Live Go Live Go Live Go Live Go Live
Project Structure
Project Leadership
Project Leadership
Group
Project
Management Office
Implementation Teams
Functional - FIN Functional - STU Functional - HCM
Technical
Change
Management &
Training
Advisory
Advisory Group
Advisory Sub-
groups
Project Governance Structure
Steering Committee – 5% of decision making
• Executive Sponsor
• Focus on impacts to the enterprise, budget, timeline or addressing major project risks
• Joint Steering Committee
• Manage resource conflicts, budget/timeline options and vendor impacts
Project Leadership – 10% - 15% of decision making
• ERP Advisory Group
• Focus on cross-functional advising, along with role/operating model impacts
• Project Management Office (PMO)
• Responsible for confirming decisions, determining escalation needs, rationalizing decisions related to time/budget trade-offs
Project Team – 75% - 80% of decision making
• Leads
• Responsible for process, workflow and configuration decisions related to their functional areas
• Team
• Provide input based on their area of expertise
ERP Project Executive Sponsor
Project Leadership
Work Stream Leads
Project Implementation
Team
ERP Advisory Group
Pro
ject
Team
Pro
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Le
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Dire
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Langara/Deloitte JointSteering Committee
HR FIN
STDNT TECH
OCM
Advisory Sub-Groups
Methodology OverviewImagine Deliver Run
Langara Deloitte
Launch and Discovery
Plan
Architect
Prototype
Test
Deploy
Project kick-off
Teams engaged and ready
Langara’s new experience imagined
Project scope defined
Initiate adoption through
socialization plan
Understanding of current-state
landscape and processes
Confidence in implementation
strategy and plan
System-wide functional design
Future state impact on campus comes to life in prototype
Stakeholders understand the journey
Successful system integration tests
System users get hands-on
experience
Confidence gained from
payroll parallel testing
Workday delivers new experience
Customers embrace new
experience
Workday
Checkpoint
Workday
Checkpoint
Workday
Checkpoint
LANGARA ERP SYSTEM IMPLEMENTATION JOURNEY MAP
Workday
Checkpoint
Support
Workday Methodology Overview
© Deloitte LLP and affiliated entities.
Discovery Phase Overview
Discovery Workshops: PurposeWhat is the purpose of the Discovery workshops?
Discovery workshops are collaborative sessions including Langara employees and Deloitte consultants, where we will look closely at Langara’s current
business processes to identify desired outcomes, including aspirations for business outcomes that may differ from how things are done today
We will discuss different business process options, including pros, cons and the types of associated impacts, in order to confirm and prioritize business
processes in scope for future technology implementation work
As required, we will identify requirement gaps (business process steps that cannot be addressed by the “out of the box” Workday technology) and
brainstorm recommendations on how to potentially address gaps, including for example:
o Business Process Changes
o Policy Changes
o Configuration Workarounds
o Third Party Software with Integration
o Product Roadmap development
Throughout, we will identify change implications and potential change management, training and communications challenges to support the decision and
Workday implementation
What are the deliverables and outcomes of the Discovery workshops?
Select Deloitte and Langara project team members will work together to capture and summarize the results of the workshops
A “gap-fit” assessment report will be produced that will summarize the results of the workshops
The results will be shared and reviewed with Workshop participants for accuracy and completeness
Discovery Timeline
Workstream 15-Oct 22-Oct 29-Oct 5-Nov 12-Nov 19-Nov 26-Nov 3-Dec 10-Dec 17-Dec 24-Dec 31-Dec 7-Jan 14-Jan 21-Jan 28-Jan
OCM
Cross-Functional
HCM
FINMonth -
end
Student
Integrations
Data Conversion
Month-end Holiday Season
Discovery Approach
Examples: Traditional Student; First
Generation; International Students;
Indigenous Students; Grant Students;
Transfer Students; Graduate; Adjuncts;
Professors; Parents; Alumni; Hourly
workers
Identify Key User Groups Prioritized Business Process
Inventory
Define unique User Groups for
Students, Parents, Faculty, Alumni and
Staff to understand their traits,
challenges, and to design a future state
that fits their needs
Descri
pti
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To
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/Tem
pla
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Focus design on the high priority
processes--those processes that
impact journeys and moments
that matter of your user groups
Pu
rpo
se
Verify and modify future state
journeys with key stakeholders
Articulate how change will drive
critical business outcomes
Prioritize future state
recommendations and initiatives
Campus User Groups Recommendations &
PrioritizationSolution Gap Blueprint
Defines Langara specific as-is
processes that do not meet
industry or system best
practices.
The Gap Document contains a list of
high-level gaps surfaced during initial
discovery workshops. A gap is
defined as anything that is not a
delivered functionality.
Provide recommendation on how to
resolve gap based on best practice
and industry knowledge
Solution Gap Blueprint
Program Planning
Leveraging the prioritized business
process inventory, and solution
gap blueprint, scope the
implementation focusing on the
desired state for institution
Review the prioritized business
process inventory & solution gap
blueprint to develop:
Implementation workplan,
Technology Playbook. Budget,
Data conversion strategy, Project
Management Playbook
PMO Deliverables
Business Process Analysis and Review
A collaborative session to obtain a
deeper understanding of how
Langara “does business” and how
they want to do business
Tailor questions from questionnaires
which have impact on the user groups
identified
Engage key experts and subject
matter experts to analyze and validate
the current business processes
Confirm the business process areas
in scope for implementation along
with prioritization of core vs strategic
for each
Completed Questionnaires &
RAID Log
Discovery Outcomes
Solution Gap Blueprint Prioritized Process Inventory Work Plan
Project Management
PlaybookTechnology Playbook Project Kickoff Presentation
Data Conversion Strategy
Discovery 101
Focus On Don’t Worry About
The purpose of discovery is to:
• Engage key experts and SMEs to analyze and validate the
end-to-end business processes
• Allow the consulting resources to obtain a deeper
understanding of how Langara “does business” and how
they want to do business
• Capture change implications, policy impacts, and
inputs/outputs for future-state processes
• Finalize the scope, timeline and effort for implementation
and establish the basis for the implementation work plan
• Confirm the business process areas in scope for
implementation along with prioritization of core vs strategic
for each
• Identify requirement gaps and provide recommendations
on how to potentially address these gaps
Discovery is NOT about:
• The design of new programs, policies or practices not
yet approved (may highlight the need but will not delve deep
into operationalizing)
• The design of forms, templates or other in-depth solutions
that support the processes
• Detailed configuration decisions
• Staffing recommendations or decisions for the new
support model
• In-depth demos of the Workday system and detailed
explanations on Workday functionality
DOCUMENTATION AND SHAREPOINT
Document Repository Langara SharePoint (from Deloitte):
• The Entire Project Team and Discovery Workshop participants will use the
ERP SharePoint for Project documents
• Please ensure:
• Work in progress documents are stored here
• Each version of a deliverable is stored here
• Supporting documents for each deliverable is stored here
• The ERP SharePoint Link can be accessed
here: ERP SharePoint
• If you have questions, please contact the ERP project team via
[email protected] and the right team member will respond asap
PROJECT MANAGEMENT CENTER (PMC)
Risks
Issues
Change Requests
Project Management Center (PMC) will be utilized for managing and
tracking project:
• Risks
• Action Items
• Issues
• Decisions
• Change Requests
Decisions
Action Items
• PMC can be accessed here: Langara Project
• If you have questions, please contact the ERP project team via
[email protected] and the right team member will respond asap
© Deloitte LLP and affiliated entities.
Project Fundamentals
Project FundamentalsPMC – Risk, Action, Issue, Decision Log
• Project Management Center will serve as the RAID log
• The RAID log is the source for all risks, actions, issues and
decisions
• Owners and impacted parties are required to review and
update the RAID log every week before end of day Friday
• All impacted parties should be notified through discussions
prior to logging risks, issues and decisions
Schedules, Vacation and Time off
• All project team members should keep their project
availability up-to-date in the project availability tracker in SP
• All approved vacations should be entered in the project
availability tracker spreadsheet stored in SP
• Please consult your manager and project stream lead before
entering time off in the vacation tracker
SharePoint – Document Repository
• All relevant documentation should be kept up-to-date in SP;
please notify relevant team members as needed when a new
document is added or updated
• No personally identifiable information should be stored in SP
• Please contact the Deloitte SP Administrator if you are
encountering issues – Anto Pazhani: [email protected]
Meetings
• Meetings should ideally be held between 9:00AM – 4:30PM PST
• To book a meeting room in the project trailers, please reach out
to Durga
• Please include dial-in details for remote participants; Deloitte
Skype conference lines will be used
• Where possible please consider attendees who are not in Pacific
Time Zone
Due Dates and Timelines
3
5
Business days turn around for business and program decisions. Should any decision
require escalation; program leadership (Jeff Yazdi – Deloitte Program Director &
Dorothy Paukste – Langara Program Director) will use the project governance
structure to resolve decisions. Any action items required as inputs into decisions will
occur outside of the three day turnaround window.
Business days for approvals/sign-offs with. If approvals are required outside of your work
stream, additional 5 business days will be provided for approval. Notice for approvals will be
provided ahead of time for preparation and awareness.
2 Business days to log risks, issues, action items, decisions as a result of a program
meeting
Critical Success FactorsSUCCESS FACTOR WHY THIS MATTERS PLAN TO ADDRESS
Stay true to
governance
Abiding by a strong governance framework will ensure meet
Langara’s objectives and strategic priorities, while maintaining
program timelines, budget and scope
• Empower decision makers with the right information, tools,
insights and forums for information sharing
• Emphasize governance across the program team to instill
intended behaviors
• Continuously review the effectiveness of governance processes,
meetings and protocols, and adjust as needed
Strategize and
design with the end
in mind
Pushing the needle and making decisions with a long-term
mindset will ensure we build the right foundations today, avoid
duplication of effort down the road
• Design processes that reflect the end-vision of the program and
can be evolved to meet future needs
• Continue to challenge the status quo – ‘stretching the elastic
band’
One integrated
project team
A holistic approach and program roadmap – integrated across
workstreams – is imperative to avoid unnecessary re-work,
encourage a seamless execution, deliver speed to value and
allow Langara to reach its full potential
• Maintain an integrated plan that highlights key cross-stream key
dependencies Iteratively review materials across workstreams to
design processes and technology that align to Langara’s 2020
vision
• Invite a variety of stakeholders – from across the program and
organization - to design sessions and reviews
Engage leaders
and share
knowledge, early
Transparency, awareness and a dedicated effort to knowledge
transfer, will empower our team to sustain the benefits of the
program in the long run
• Foster commitment and buy-in through targeted engagements
with stakeholders impacted by the new processes and technology
• Define formally structured knowledge transfer plans that build the
skills and confidence of Langara resources to enable the new
solution in the future
What is Next
Discovery Workshops - Running from now into January 2019- Can’t make it or think another person should be invited? Email [email protected] Formal de-brief sessions by workstream (HCM, FIN, STU, Tech) will happen each Friday- Come in ready to collaborate, be open to new ideas and focus on needs of College
Contact- Email questions, concerns to [email protected] Check The Post and Langara website for project updates.